Slides from the session entitled "The DNA for Catalysing Organisational Improvements" presented in the Agile Christchurch (New Zealand) 2019.

1. Agile Coaching
DNACatalysing Improvements
Manoel Pimentel
Agile Coach and Author
leanpub.com/TheAgileCoachingDNA

2. About me
Manoel is a catalyser of changes, author of the book ‘The Agile
Coaching DNA’, speaker, cyclist enthusiast, and Agile Coach at at
Elabor8 in Australia. He has over 20 years of experience
working as a designer of solutions and helping software
development teams to create better ways of working. Manoel is
also passionate about innovative ways of improving
organisations, for this reason, he helps companies applying
practices of Management 3.0, Learning 3.0 and Lean Change
Management and Agile in large scale.

3. My history with Coaching started in 2008
Perceived
Changes
Time
First 2 months
Following 4
months

4. In the first 6 months, I was:
q Guiding
q Leading
q Teaching
q Evangelising
q Arguing

5. It wasn't enough (or effective)

6. Source of ideas and tools
The Coaching universe
• Psychology
• Behaviour
• Drivers/Motivators
• Social dynamic
• Change process

7. My history with Coaching started in 2008
Perceived
Changes
Time
First 2 months
Following 4
months

8. What’s
Coaching?

9. “Coaching is unlocking a person’s
potential to maximise their own
performance. It is helping them to learn
rather than teaching them.”
John Whitmore - Coaching for Performance

10. How?

11. First quick Coaching experiment
(let’s think about it)
Fill the gaps….
Be creative J

12. #emptiness

13. The key idea about Coaching is:
It’s the art of helping
people to use the
emptiness to create value
IMHO

14. How? - key lessons for Coaches
q Be vulnerable
q Be humble
q Be curious
q Be a catalyst of reactions

15. What’s
Agile Coaching?

16. My definition
Agile Coaching is an approach to foster
an organisation shift to improve the
work, the behaviours, and the outcomes
in the context of the development of
solutions/products.

17. What’s the
purpose of
Agile Coaching?

18. Eliminate the 5 biggest issues

19. The DNA

21. What is it?
A practical compass of
objectives and metaskills to
overcome the challenges and
issues to adopting agile

22. Coaching
Agreement

23. The DNA - The Essence of Agile Coaching

24. The DNA - The Essence of Agile Coaching
Our major focus

25. Evolving the DNA

26. Different shapes, same essence

29. Different hats?

31. Focusing on the essence, not the on the shape
No mattersthe shape, the goal is to
eliminate the issues in the system you
are working on
(team, product, project, organisation)

32. Prioritising the work (example)

34. Catalyse
Improvement

35. Catalyse Improvement
Providing support and facilitation to the
change journey is the primary element during
the Agile Coaching process. As Agile Coaches,
we need to continuously help organisations,
teams, and individuals in the journey from the
current state to the future state. That is the
real gist of coaching.

36. Define: Catalyse |ˈkat(ə)lʌɪz|
“cause or accelerate (a reaction) by
acting as a catalyst. the enzyme
catalyses the oxidation of
acetaldehyde.”

37. Models

38. The GROW model

39. Lean Change Management

40. Agile Coach == Change Facilitator

41. Promote
Awareness

42. Promote AWARENESS
To catalyse the improvements, it’s important
to help people to be aware of the problems,
gaps, needs, options of solutions, etc. Most
of the time, Agile Coaches give support to
people to explore their mindsets,
behaviours, and consequences to promote
changes and improvements.

43. Driving people’s attention to actionable areas

44. Perspectives

45. Situations

46. Gaps and Bridges
# What are we?
# What do we do?
# What do we have?
Bridges
# What do we
have to do?

47. Outcomes

48. Data-informed culture

49. Velocity

50. Team Health Check

51. Program Health Check

52. Lead Time and Flow Efficiency

53. Work Time
7.2
59%
Queue Time
5.0
41%
Overall flow efficiency (Drop 1, 2, and 3)
Work Time Queue Time

54. Design
2.4
Design
1.9
Design
1.8
Ready
1.4
Ready
1.9
Ready
1.8
Impl
4.5
Impl
2.0
Impl
2.0
Ready
2.3
Ready
5.1
Ready
2.5
V&V
2.6
V&V
3.2
V&V
1.1
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0
AVG Drop 1
AVG Drop 2
AVG Drop 3
LEAD TIME (WEEKS)
AVG Lead Time per Drop

55. Boost Ownership

56. Boost OWNERSHIP
Awareness can lead people toward engagement. If
we are aware of our problems and their
implications, we are more likely to feel responsible
for the solution. Ownership means that the person
has sufficient commitment on the path toward
some goal. In others words, the person is
committed to knowing why and how to build the
road to reach his or her purpose. This situation
builds self-esteem and self-motivation.

57. Psychological Ownership
"Psychological ownership is the feeling of possession over a
target – an object, concept, organization, or other person –
that may or may not be supported by formal ownership. This
ownership not only defines the object (“that is my team”), but
also, more importantly, the owner (“my team is Oxford United;
I am an Oxford United fan”).”
Paper: Psychological Ownership Effects and Applications, Helen Campbell
Pickford, Genevieve Joy and Kate Roll

58. It’s not only about “Formal” ownership
A racing car driver may define himself by the fact that he
drives cars; over time, this can lead to a sense of ownership
over the cars even if he does not personally own them

59. Psychological Ownership – Factors
● Autonomy
● Participative decision-making
● Sense of identification
● Ability to impact great outcomes

60. The key to unlocking ownership

62. Decentralised decision making
The Seven Levels of Delegation
(Management 3.0)

64. Decentralised decision making

65. Tip for Agile Coaches to foster ownership
#NoColonising
#NoJudgement

66. “Give a man a fish, and you feed him
for a day. Teach a man to fish, and
you feed him for a lifetime.”

67. Questioning AND Listening Skills
80/20%
Listening Questioning
(using the emptiness)

68. Develop
Competencies

69. Develop COMPETENCIES
Maybe people will need a different set of
skills to achieve the desired state. Most of the
time, change means adopting different
behaviours and new ways of working.
People need to learn different responsibilities
and activities during an Agile transformation.
For this reason, they will need assistance and
support to grow skills.

70. A recursive application

71. Awareness
about the gaps

73. What’s
competence?

74. The KAFE of competencies
This is about having all the necessary information,
concepts, and theories regarding a domain/subject.
This is the proper experience of applying the
knowledge and handling the issues and nuances in a
domain/subject
This element is about how to perform more naturally
without expending too much energy during the
practice.
This is about how to continuously use the competence to
produce the best results and outcomes.

75. The KAFE Design

76. Experts define
questions and
answers
Learners define
questions but
experts define
answers
Learners define
both questions and
answers
1.0 2.0 3.0
Models of Learning

78. Facilitate Barrier
Removal

79. Facilitate BARRIER REMOVAL
Agile Coaches must act as change
facilitators. A Change Facilitator is someone
who helps the organisation to identify the
opportunities to improve and foster
collaborative strategiesto maximise the
success of the change efforts. We always
have driving forces (positive forces) and
restraining forces (resistance) to achieve
any goal during a change initiative.

80. Most typical barriers
AntiFlow AntiValue AntiEvolution

81. Mapping the barriers

83. How to reduce friction in organisational changes?

85. The DNA - The Essence of Agile Coaching

86. Summing up : Different shapes, same essence

87. Agile Coaching DNA
Professional
Network
Community of Practitioners, Materials (PDFs, Tools, etc.)
agilecoachingdna.pro

89. Questions?

90. Good bye?
leanpub.com/TheAgileCoachingDNA
twitter.com/manoelp
manoel@agilecoachingdna.pro